Almost everyone makes some of these. They are predictable enough to list, which means they are avoidable.

1. Buying stock

The most expensive one. New consultants buy products to "have them available", and the products sit there. The catalogue rotates roughly every three weeks, so items go out of range while still in the cupboard.

Instead: order what you will personally use, plus one thing you want to be able to talk about. Order for other people after they have asked, not before.

2. Messaging everyone at once

Sending the same announcement to every contact converts poorly and costs credibility with people who would otherwise have come to you later.

Instead: tell the three or four people for whom it is genuinely relevant, once, and then be available.

3. Trying to learn the whole catalogue

A thousand-plus products is not memorisable, and attempting it produces overwhelm by week two.

Instead: learn the structure broadly and one category deeply. Being genuinely useful in one area beats being vague across all of them.

4. Recommending things you have not used

It shows. People can tell the difference between experience and a product description, and the moment they notice, everything else you say is discounted.

Instead: use products, form real opinions, and say plainly when something is outside what you know.

5. Quoting figures you have not verified

Ingredients, clinical effects, percentages, income numbers. Repeating something you read in a group chat is how misinformation spreads, and it is your credibility that pays for it.

Instead: point people at Faberlic's own published materials for compositions and at the official compensation plan for mechanics. "Let me check" is a perfectly good answer.

6. Setting income goals before knowing what a normal month looks like

Targets set in week one are invented, and failing to hit an invented number feels like failing at the business.

Instead: set process goals - things you do - for the first three months. Judge outcomes after that.

7. Confusing activity with progress

Watching training videos, reorganising a social media profile, reading the compensation plan a fifth time. All of it feels like work and none of it compounds.

Instead: the two things that accumulate are product knowledge and honest conversations. If an hour contained neither, it was leisure.

8. Comparing yourself to someone three years in

Their month twelve is not comparable to your month one, and the comparison produces either despair or an unsustainable sprint.

Instead: compare to your own previous month, and only monthly.

9. Going silent about it with people close to you

The opposite of mistake two, and also a mistake. Hiding it makes it look like something to be ashamed of, which invites exactly the reaction you were avoiding.

Instead: say it once, plainly, without a pitch. Then let it be ordinary.

10. Quitting at week three

The most common outcome overall. Enthusiasm carries three weeks, nothing visible has happened, and the conclusion is that it does not work.

Instead: decide the time commitment before you start, make it small enough to sustain, and set the first honest review at three months rather than three weeks.

11. Treating the sponsor as a service

New consultants sometimes turn up once a month with "how do I make money" and conclude their mentor is useless when the answer is unhelpful. It is an unanswerable question, and vague questions get vague answers from anyone.

Instead: ask specific things. "A friend asked whether the volume or lengthening mascara suits short lashes - which would you suggest?" gets a real answer, and it makes people want to help you again.

12. Waiting to feel ready

There is always one more thing to learn before starting. New consultants postpone the first conversation until they know the catalogue, and since the catalogue changes every three weeks, that moment never arrives.

Instead: you are ready once you have used three products and can say what you thought of them. Nobody expects more from someone who has been doing this a month, and "I don't know, let me find out" is a perfectly credible answer at any stage.

The pattern underneath

Eight of these ten come from the same place: treating the first month as though it should produce results, and compensating with intensity when it does not. The intensity is what causes the damage - the stock purchase, the mass message, the burnout.

A quieter first three months, spent learning products and being straightforwardly useful to a small number of people, avoids nearly all of it.

If you are still in the first weeks, the checklist and the thirty-day plan in the business section are written to prevent exactly these.